I’ve previously written about the “lean startups” model (see “Lean Startups” at the D&C website), which very usefully and sensibly defines a category of startups that, because they face extreme uncertainty in how to model their business, have to act and react differently in order to survive. The usual example is that of a newly starting software company that intends to market a new kind of application, as opposed to, say, a new restaurant. Both are entrepreneurial, in that both require a huge amount of hard work, intestinal fortitude, and positive attitude. And both deserve praise on those bases.

But the software company’s product is so new and so different — neither necessarily good things — that the business model has to evolve, there’s just no way that all the advance planning of the business will stay relevant as the product and company change. Not that necessary evolution in the face of extreme uncertainty is an excuse to forgo planning; there’s never an excuse for any lack of preparation! But the point is that for the software company the preparation is for the change and the risk is not calculable, because it just flat out isn’t known and can’t be modeled.

For the restaurant, on the other hand, it’s a known risk model — as I wrote in a companion D&C article, the risk may be great, but the uncertainty about the risk is not (see “Risk vs. Uncertainty“). Specifically, you can look to see whether the kind of restaurant you want to start already exists in the locale — or if any restaurants exist there. You can get estimates of possible diners, of traffic through the area; for the particular cuisine you can price out the food costs and staff involved, etc. None of this research and planning guarantees that the restaurant will succeed; but — unlike the lean startup — the research and planning is at least sensible because the model is known and the risk factors are defined.

Having differentiated between normal ventures that, although risky, have risk that can be modeled, as opposed to lean startups, where the risks are unknown and guaranteed to change, the question is: what sort of help should a lean startup seek? Where “help” means mentoring and particularly investments? Are mentors and investors who are used to non-lean companies able to help lean companies? Are they suitable investors, do they understand the manifestation of uncertainty that separates lean from risky? Or will they just get angry & disgruntled & litigious when the lean company changes direction, and then changes direction again, and then yet again?

It’s a question I certainly can’t answer, at least not yet. But I’m involved in the High Technology Rochester (HTR) “lean launchpad” program that starts in February (see the announcement at “Lean Launchpad“) — and in fact the application deadline is January 25 for this excellent program! (see “Program Application“). And one of the things I expect will become clearer from this program (and the track record of companies it creates) is whether lean startups should do the normal thing and seek what we might as well call “zaftig” mentors and investors — zaftig meaning “pleasingly plump.”

Or should lean founders dream of un-plumpness, of mentors and investors as lean as the founders themselves?

Stephen Dewhurst: is the chair of microbiology and immunology at the University of Rochester Medical Center, where he directs a research lab that studies HIV. He also directs URMC's new Stem Cell GMP (bio-manufacturing) Facility and is president of a biotech startup company, Codevax. Dewhurst has a strong commitment to student mentoring and diversity in the biomedical workforce, as well as to the Rochester community, having lived here for more than two decades.

Sitima Fowler: is the CEO of CAPSTONE Information Technologies, founder of RochesterRockstars.com and co-author of Computers Should Just Work! Fowler shares of advice about growing a company despite tough economic times, among other things.

Michael Krause is the president and founder of Sales Sense Payments Inc., a national credit card processor based in Rochester, NY. Sales Sense Payments believes in simplicity, honesty, value and keeping merchants’ credit card processing fees as low as possible. Krause also wrote SMART Prospecting That Works Every Time! (McGraw Hill) and Sell or Sink: Strategies, Tactics and Tools Every Business Leader Must Know to Stay Afloat!

Eric Loyd: is the founder and CEO of SmartVox. Passionate about Rochester's small business community, he is a graduate of the TEN program, a two-time GREAT Awards finalist, a local and national speaker, mentor for Digital Rochester, and privileged to be part of High Tech Rochester’s technology incubator. Follow on Twitter at @EricLoyd, @Bitnetix, or @SmartVox.

Angella Luyk: is CEO of Midnight Janitorial Inc., was the recipient of the 2009 (National) American Business and 2008 Rochester Business ethics awards. She has grown her business in six years from startup to a million dollar business. In her first book, Wisdom in a Traffic Jam, she reveals all the secrets no one tells you about owning an amazingly successful business. Angella writes the way she speaks, with a fun, energetic, easy to understand style.

Luis Martínez: has been a trusted coach and business adviser for many years. His strategic management consulting firm, Gran Altura Inc., offers his leadership development experience to organizations and executives. Luis directed the global human resources department for worldwide manufacturing at Xerox, was senior vice president of human resources at Lehigh Valley Hospital, and served as vice president and general manager of Exide Batteries in Puerto Rico. Born and raised in Cuba, Luis has authored two books, Getting There and Getting There Volume 2.

Siwei Dodge: came to the United States from China a few years ago. She earned a master's degree in finance at Rochester Institute of Technology and started a business with a couple of friends. "I was told 'build your business, then it’ll come together.' Well, my first business sank. Oops. I see “advice” like this all the time—“you just need to get yourself out there” and “just follow your passion”—I realized most of it made no sense. That’s when I decided to learn how business really works. On one hand, I am interviewing top CEOs and successful entrepreneurs and putting everything I’ve learned in a book. On the other hand, I am testing my ideas to find out what works -- or not." Contact her at siweidodge@gmail.com or siweidodge.com.